世界衛生組織(WHO)於2019年宣布COVID-19在全世界擴散以來，每一個產業都面臨前所未有的嚴峻挑戰，各國執政單位皆採行嚴格的管制行動方案，比如邊疆封鎖、封控城市、嚴禁各種體育賽事或娛樂活動，更甚之停業等等防疫措施，無不希望降低病毒傳播的速度和範圍。其影響的範圍不僅僅在經濟、產業和個人就業工作上受大巨大影響，居家隔離、居家上班等新的生活型態及工作互動來保持社交距離，漸漸改變大家的生活、工作及消費的模式，於是乎視訊會議系統產品突然一夕之間變得很重要，幾乎無時無刻都需要它。
個案公司視訊產品事業單位躬逢其盛，但由於前幾年的商業策略仍偏向於以OEM/ODM的大量代工設計製造為主，能賺到的毛利仍然很辛苦；故當個案公司視訊產品事業部主管想要從改變其研發策略去提升競爭力時，卻發現制定短中長期的研發策略的難處。
本研究以藉由藍海策略的研究方法及技術藍圖(T-Plan)的工具，透過個案研究及問卷來蒐集初級及次級資料並加以分析，期間參考其美國客戶的產品策略作為部門產品研發策略的重要參考。研究結果產出短中長期的研發策略，包含驅動因子的可行性、商業模式及市場的前期規畫、軟硬體技術能力提升與投資和趨勢觀察，最重要的資源投入以及未來投資，都影響著研發策略的成功率。

Since the World Health Organization (WHO) announced the spread of COVID 19 in 2019, every industry has faced unprecedented severe challenges, and the governing bodies of various countries have adopted strict control actions, such as locking down the country, locking down cities, and banning various sports events. Anti-epidemic measures such as recreational activities, or even business closures, all hope to reduce the speed and scope of virus transmission. The scope of its impact is not only greatly affected by the economy, industry and personal employment and work, but also new type-s of interaction and work methods such as home isolation and remote work to maintain social distance, gradually changing everyone's life, work and consumption. mode, s-o the videoconferencing system product suddenly became important and needed almost all the time.
The case company's video conferencing system business unit is in full swing, but since the business models in the past is still based on OEM/ODM model for large scale OEM design and manufacturing, the gross profit that can be earned is still very hard. When the top deputy director of the business unit wanted to change his R&D strategy to enhance competitiveness, he found it difficult to implement a short-, medium- an-d long-term R&D strategy.
This research uses the blue ocean strategy research method and technology roadmap (T-Plan) tool to get and study the primary and secondary data through case studies and questionnaires. During the period, it also refers to the product strategy of its US customers as a product development for strategy. The research results produce short-, medium- and long-term R&D strategies, including the feasibility of driving factors, the pre-planning of business models and markets, the improvement of software and hardware technology capabilities and investment and trend observation. The most important resource investment and future investment all affect the success rate of the R&D strategy.

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